As we noted in one of our previous blogs: Developing Our Approach, we link our methodology to existing maturity models.  One of the core maturity frameworks we use is the Government Accountability Office (GAO) Information Technology Investment Manager (ITIM) Framework, which has been the embedded driving basis for the Federal Government Office of Management and Budget (OMB) Capital Planning and Investment Control. This framework is based on OMB Directive A-130 for selecting, controlling, and evaluating investment for many years.

When developing the five phases of a project (Analyzing segment readiness, charter & sponsorship, analysis & blueprint, execute & transition/implement, and maintain/manage), it is important to note these are closely aligned to ITIM. The graphic below captures the overlap (pink) of the segment architecture with the maturity stages. Also, the enterprise architecture (blue) overlap for setting up tools, methods, goals – principles, criteria, and compliance – and then governance & tracking (PMO).

Breaking The Change Phases And Alignment To ITIM Maturity Stages Down

Phase 1 of the segment methods aligns directly with GAO ITIM stage 1. To execute this state you first need to understand your IT portfolio.

ITIM Stage 2 requires the architecture organization to select their tools, methods, and goals to ensure that any transformative teams agree to the rules and tools to help change the investment. However, in addition, the transformation team in phase 2 needs to have a solid backing of leadership. You cannot miss this “soft science” aspect. Without leadership, change concepts become shelfware all too quickly. Just having that builds your chances for a solid investment.

ITIM Stage 3 discusses having a well-defined portfolio to guide criteria for investment selection. This means architecture needs to have its principles, criteria, and compliance defined. That way, when an investment comes up for change recommendations, the review is as objective as possible. Again, this is important because change are subjective when forming consensus. Given such, defining how to handle the rationalization and remediation of decisions is key. Without this guidance, investment change will stall at this point.

ITIM Stage 4 is where the change from phase 3’s analysis and recommendations is needed. If you do not have the previous ITIM stages and change phases executed, this puts instituting true change at risk of various issues.

ITIM Stage 5 essentially demonstrates to an organization that has change maturity in its blood and can do segment phase 5 management and maintenance for change.

When ITIM measures maturity, the approach lends ideas on how to progress and when to progress to each maturity stage. If this is a focus, take a chance to digest the ITIM maturity definition. Also, review the transformation approaches in MBT or FSAM.